Sharing is natural and efficient but not without its difficulties

It is inconceivable to work entirely in isolation. We all work with others both in our working and home lives, and collaboration within the voluntary sector is not a new phenomenon. But there are reasons it is attracting unprecedented interest. It is widely recognised that we are entering a harsher funding environment, and organisations are looking assiduously for ways to become more efficient and effective. By working together, we can combine specialisms to create new areas of expertise. Together, we can address sector issues strategically, better meet complex multiple needs and create more user focused services. We can coordinate our activities and work to our strengths. We can make more efficient use of resources, reduce unnecessary duplication, or make additional resources accessible. And we can make our voice more powerful by representing the views of many. All of which will make us better able to meet user need.

There has been a plethora of government policies and initiatives, such as ChangeUp and more recently the Partnership in Public Services action plan, which have placed significant emphasis on working in partnership. Organisations are becoming more involved in public service delivery as part of a consortium. The UK Voluntary Sector Almanac 2007 found evidence suggesting that large charities may be increasingly sub-contracting public services to smaller charities.

There is also the matter of public attitude. Some 58% of respondents to a 1999 Charity Commission public survey thought that there were too many charities. This is contentious, but working collaboratively may be a way of addressing this perception.

Collaboration incorporates a wide range of aims, structures and methods of delivery. What they share is the recognition that working together can be mutually beneficial and enable organisations to achieve what would not be possible alone. Organisations can jointly deliver "frontline" services, such as the British Heart Foundation and Marie Curie Cancer Care combining to deliver palliative home care for chronic heart failure patients. Or charities can share premises or back office support functions, such as ICT or purchasing.

But collaborative working is not right for every organisation in every case. Organisations need to consider carefully whether working collaboratively is in the best interests of their beneficiaries. Partnership working requires investment, particularly at the initial stages before the benefits are realised, and working with others can bring a threat to an organisation's reputation.

Research cites cultural differences as the most common obstacles to merger. Personality clashes can also present significant barriers to a partnership, whereas many successful collaborations build on a history of mutual understanding and trust. A formal written agreement can be invaluable in giving structure and clarity to a collaboration.

Expectations for organisations to work together are likely to increase - from funders, the public and beneficiaries who want to see public money being used to maximum effect.

Collaborative working isn't easy, but the barriers are not insurmountable. With good management skills and using the information and support available, significant benefits can be realised for your organisation and its users. So if you haven't considered collaborative working, shouldn't you?